Introducing ePerformanceto UH Managers

Monica Morgan,JD, SPHR

Director, HR

May 2010

Developing an Effective Performance Evaluation & Management Process

Agenda

Why Change?

Current PCD Process

ePerformance

Projected Timeline for Implementation

Why Change?

Paperless Initiative

Align Performance to UH Strategic Principles– Institutional Excellence– Recruitment and Retention– Accountability and Institutional Efficiency

Need for an Interactive Ongoing Evaluation Process

Why Change?

Administrative Services 1171 31.7% Auxiliary Services 170 4.6% Executive 53 1.4% Faculty Administrative 25 0.7% Information Technology 406 11.0% Operations 631 17.1% Research 354 9.6% Student Services 696 18.9% University Image 185 5.0%

_______________________________________________

TOTAL 3691 100.0%

Current PCD Process

Administratively Intensive

Inconsistency Across Campus

Focus on Recent Behavior instead Promoting an On-Going Communication Dialogue

– One Time Snapshot

Merit Impacted Employee Ratings

Current PCD

Count of FY10 PCD by Rating

Generally Meets Expectations

13%

Needs Improvement1% Exceeds Expectations

27%

Fully Meets Expectations

59%

Exceeds Expectations

Fully Meets Expectations

Generally Meets Expectations

Needs Improvement

ePERFORMANCE

An electronic PCD:– Automated evaluation process for both manager and

employee: Job Descriptions Competencies Goals UH Initiatives

Improved uniform and objective method to evaluate job performance:

– Rather than the current perceived PCD process which is considered to be too subjective and arbitrary.

Helps create documented links between performance

review, development initiatives, execution of tasks, appraisal of employee progress and compensation.

ePERFORMANCE PROCESS

Positive Outcome

Performance for an employee will be electronically archived.

Feedback can be more frequent throughout the year.– Updating achievements or adding goals or training as the

year progresses.

Encourages Consistency– job description and core competencies that are relevant to

the position.

Training and development can be based on specific needs.

– Specific family or subfamily of jobs to improve skill sets – Increases retention and reduces turnover.

ePERFORMANCE PROGRESS DIAGRAM

Phase 1Phase 1 Phase 2Phase 2 Phase 3Phase 3

Electronic PCD

Customer Service Initiatives

Routing and Workflow

Develop Competencies

Educate/Train Managers

Accurate Job Descriptions Benchmark to Market

Gap Analysis to Deliver Training and Development

Valuable Competency Development

Time Line

April 1, 2010 - October 31, 2010ePerformance Goal Setting Training & Rollout

ePerformance Rollout Time Line

November 16, 2009 - January 15, 2010Pilot Group Goal Setting

with Prototype February 1, 2010 - March 15, 2010Pilot Group Evaluation &

Campus Paper PCD Evaluation

December 1, 2009 - February 1, 2010Communicate ePerformance Program to UH CommunityIdentify and Develop Document Template Requirements

May 26, 2009ePerformance

Development Begins

January 15, 2011Campus Wide ePerformance

Evaluation Rollout

3/1/2011ePerformance Process

Completed

ePERFORMANCE DEMO